CAP-NET & WATER LEADERSHIP

TRAINING

Joakim HarlinCap-Net annual network managers and

partners meeting in Bali, November 2013

Overview

• Intro to leadership training• Small group discussion• Reporting back and plenary discussion

Why water leadership training is needed?

• Water and water resources management is at the core of sustainable development - critical to the prosperity of all people

• Leadership is key to make change happen• We need change because business as usual is not an option

with increasing pressures and demands on finite but renewable water resources.

• Increasing competition and changing circumstances• Larger need to collaborate across sectors calls for leadership to

improve cooperation and interaction• Investing in leadership development helps to create synergies, make good use of human, water and other resources. It offers career, organizational, business and partnership development

• Leadership development can expand individual and team potential and transform and improve the performance of organizations

What leadership entails?

• Leadership is more than management • Management is about command and control, stewardship,

optimizing use of resources, increasing efficiency, profit etc• Leadership is a process of influence - influencing change, it

involves:

1. Instilling a sense of purpose, creating a common vision, direction and goal

2. Aligning of efforts and resources3. Unleashing motivation, talent

and creativity of individuals and organizations to achieve mutual interests

• Leaders reach across boundaries. There is a trend to expand leadership capacity away from vertical hierarchies to reach horizontally across boundaries of organizations, functions, disciplines, expertise, stakeholders, cultures and geographical areas.

• Non-executive younger leaders will influence collectively. Leadership is no longer seen as limited to the domain of executives (who hold positions with formal authority). Non-executive younger leaders and youth leaders increasingly recognized more adept at exercising influence through groups and networks.

• Personal mastery empowers every leader’s transformation and results. Leadership development needs to go deeper than training courses and workshops - experiential learning that expands self-awareness ‘on the job’, continuous feedback through coaching and mentoring

Three shifts in leadership

Who is the target group?

• All levels of management, as well as the staff themselves

• Stakeholders within our sphere of influence• Policy makers, politicians, media• Our partners including donors, business, suppliers and

other collaborators.• Young, emerging and informal leaders• Youth: high-school and university levels• Leadership from traditional and customary settings• Grass-root levels

Everyone can become a better leader - both individually and collectively!

Capacity building dimensions

How do we go about it?

• Current programmes for leadership training involve about 70% on-the-job training, 20% coaching and mentoring and 10% targeted leadership training in a classroom

• Enable and develop the conditions for an organization to become a learning organization, and to develop a learning attitude and culture

• Utilizing developments in ICT for networking, information gathering, communications, mentoring, coaching, sharing experiences…cross borders, ages, peer-to-peer, across cultures and organizations.

• Capturing tacit knowledge through leadership, trainee, apprenticeship programmes – also outside our own organization and sector.

• Allow youth and young emerging leaders to take a ‘real’ role in important events and activities, not just side-events

• Develop communication, motivation and facilitation skills in addition to technical knowledge (starting already in high-school/university level)

GROUP DISCUSSION

1. What are the leadership capacity development needs in your region/network?

2. How could Cap-Net address these needs?